Luis Sans (Santa Eulalia): “There is a resurgence of multi-brand retail”

Madrid – As affable and distinguished in his manner as he is elegant in his demeanour and dress, Luis Sans reveals himself as the epitome of what one might call good taste. He displays this virtue with the required subtlety, discretion and ease. From Barcelona, he promotes these same qualities in his capacity as owner, president and head of the historic Santa Eulalia. With him, we delve into the past and present seams of the house, analysing the new trends and dynamics affecting fashion retail along the way.

With a history dating back to 1843, and a heritage that rivals celebrated fashion houses like Hermès, with origins in 1837, or Loewe, founded in Madrid as a leather goods workshop in 1846, to speak of Santa Eulalia is to speak of the history of Barcelona, of Spain, and of fashion itself. The Barcelona-based house has remained a true benchmark in this universe for over 180 years, thanks to the ability of its various leaders to adapt it to the changing times. This evolution has involved both sacrifices and new milestones for the house, such as its first catwalk show 100 years ago. A centenary they have not hesitated to commemorate in 2026, serving as a framework for a series of activations, launches and projects, as well as for our interview with Luis Sans. He is a fourth-generation member of the Sans family at the helm of the historic Barcelona house. We spoke at length with him about its history, and the new realities, trends and dynamics affecting today's fashion trade.

1.- With origins dating back to 1843, where does Santa Eulalia stand today?

We are going through a very good period, and doing so in a very changing world. In fashion, besides the changes that collections naturally bring each season, there are more profound shifts. These relate to how customers interact with brands and what they are looking for. You have to be very attentive to these if you want to stay current. I believe we have successfully identified them. We have also had the agility to anticipate them and offer them to the customer before they became a demand. This is something we have been able to do for quite some time, not just now. It has led us to a position of leadership. From here, we are driving these renewals ourselves, rather than falling behind trying to adapt to the new realities of fashion.

2.- Who is currently behind the management of Santa Eulalia?

Currently, it is my wife, as buying director for the womenswear department, and myself. In addition to managing the company, I also manage the buying for the menswear department. In both cases, we have our respective teams. With them, we decide on the important part of the business: what we will offer in the store each season. Then there is the staff in the e-commerce, warehouse, administration and tailoring workshop departments; a department that is particularly important to us.

3.- Founded by the Taberner family, how and when did the Sans family, of which you are a fourth-generation member, become involved with Santa Eulalia?

That's right, the shop was founded by Josep Taberner and his son, Salvador Taberner. It was his grandson, Domingo Taberner, who had interests in many other companies, who around 1908 went looking for a partner to take charge of the day-to-day running of the company. That partner was my great-grandfather. After the death of the last member of that branch of the founding family, who had no descendants, he reached an agreement with his widow and acquired the rest of the company's shares, which came entirely into our hands around 1915.

4.- Was Santa Eulalia linked to the world of fashion and textiles from the very beginning?

Yes, we were born in 1843 in the Pla de la Boquería, here in Barcelona, next to Las Ramblas, as a shop dedicated to selling fabrics, and also to making clothes for men and women, which our own tailors and dressmakers made for our clientele. From there, the business model evolved with the times, and as the shop grew larger, until in 1926 my grandfather took the step and decided to present the collections through a fashion show. This may seem obvious now, at a time when we are saturated with so many catwalk shows, but you have to remember that back then fashion shows were held in Paris, and nowhere else. Yes, some were beginning to take place in other European capitals, but still in a very timid way, so we were really pioneers in holding fashion shows to present our collections in Europe, and the first to do so in Barcelona.

“We were pioneers in holding fashion shows to present our collections in Europe, and the first to do so in Barcelona.”

5.- What motivated him to take that step, and to do so at that particular moment?

It was done at that moment because my grandfather had hired an apprentice for the creative area who showed great talent. He saw that his creations were really very good, and also very daring for the time, but in any case, they were popular, very popular. That encouraged him to want to present them better to the clientele, and the best way to do that was through a fashion show. This creative was none other than Pedro Formosa, who not only became the creative director of the house, but also a member of the family, because he ended up marrying my grandfather's sister and they became brothers-in-law.

6.- And what was the celebration of that first fashion show in 1926 like?

Well, it all happened very informally. We told clients who were visiting the shop on their regular visits that a fashion show was being organised and asked if they wanted to attend the presentation. Word spread, and the show was a tremendous success, with people crowding in, people who couldn't get in. It was so tremendous that from then on, the shows were accessible only by strict personal invitation. We have to remember that this was an era when cinema was still silent, when there weren't many distractions or shows, and when television certainly didn't exist to see what was happening in other cities and other parts of the world. A fashion show was something people had never seen before, so it's naturally understandable that it ended up generating all that excitement.

7.- Regarding a fashion show, I would like to particularly emphasise that it was for the presentation of Santa Eulalia's designs, of creations from the sewing workshops of a fashion house.

Exactly, designs created by Pedro Formosa, who was the creative director of the house. He had a very special talent for fashion, and he is the one who ultimately contributed to Santa Eulalia becoming a founding member of the Cooperativa Española de la Alta Costura. This organisation was founded a few years later, around 1941, by five major couture houses, all of them Catalan and including Santa Eulalia, here in Barcelona. It was for no other reason than that this is where a textile industry with a long tradition was centralised at that time. The clientele most open to all these novelties and to acquiring such fashion creations was also here, due to the city's permeability to Europe, and mainly to France and Paris. This is what put Barcelona at the forefront of the rest of Spain at the time, in terms of fashion and the presentation of fashion collections.

8.- You still have your own tailoring workshop, but with all that legacy, what led Santa Eulalia to distance itself from its origins as a fashion house and discontinue its own fashion collection line?

We maintained our Haute Couture line until 1995. By then, we were clearly in a different era. The new generations preferred to buy ready-made clothes rather than commissioning Haute Couture dresses, which were left for a more traditional clientele, while younger customers wanted something else. Prêt-à-porter had been on the rise for years. We ourselves had launched our own line in 1968, at the same time as the major Parisian couture houses. However, the business of own collections and Haute Couture designs had become outdated. Faced with this, I decided to bet on international fashion. I chose to bring the prêt-à-porter of major designers here, especially French and Italian ones, and to change the house's offering. I believe that thanks to that shift, we are still here today. If we had remained anchored in Haute Couture, we would surely have disappeared, as so many fashion houses have.

9.- And what happened to that line of prêt-à-porter collections?

We currently continue to sell special prêt-à-porter garments under the Santa Eulalia brand. However, as a collection line as such, we ultimately decided not to focus on our own design and to discontinue it, also in response to the reality of the time. You have to understand that in the 40s, 50s and 60s, neither designers nor firms had a presence beyond their own city, so if you wanted to wear Dior, for example, you had to go to Paris. From the US, they had already started trying to change those dynamics in the 50s and 60s, but in essence, it remained the same. The fact that brands now have stores everywhere is actually quite a modern phenomenon. Therefore, at the time, it made sense to have fashion made in Barcelona, just as every city had its designers and couture houses. That changed in the 90s, when everything started to globalise, brands began to expand, and people no longer wanted to wear a local house or designer, because they wanted to wear the fashion that Yves Saint Laurent, Dior or Armani were making. The world was evolving, it was catching us off guard, and we had to take that step.

“People have grown tired of the same old thing, and are finding new brands with a new energy that are proposing more interesting ideas.”

10.- With all that legacy, the reason for wanting to commemorate the centenary of that first fashion show is clearly understood, but why do it with a perfume, and with a perfume like this?

Precisely as a tribute to our heritage. In the late 1940s, we launched an eau de cologne that was very successful for many, many years, because at that time in Spain, eau de cologne was widely used. We stopped making it in the 80s, because in a way it had also become a product of another era. However, in 2014 we decided to revive that legacy by launching our own line of fragrances. It has been growing ever since. We currently have 11 fragrances, and this year we decided to launch the 12th, and for it to be a tribute, an olfactory tribute, to those 100 years of Haute Couture that we inaugurated with our first fashion show.

11.- And how does its composition serve that purpose?

Well, starting with the very nose who was in charge of creating the fragrance. The composition is the work of Chris Maurice, the name by which Cristian Carbonell is known in the industry. He is a Catalan perfumer, a third-generation member of a family of perfumers, and he already knew Santa Eulalia perfectly well since he was a child, because he used to come here with his grandmother, a very elegant person who was a client of the house. Knowing that connection, we thought what could be better than someone who is not only a local perfumer, but who has lived the house and known it all his life, to be inspired to create the perfume.

12.- The result?

The result is a unisex perfume dominated by notes of vanilla and frangipani flower. It somehow brings together very traditional accords, but combined in a way that leads to a very modern, elegant fragrance that in a certain way embraces and envelops the wearer.

13.- The first that Christian Carbonell has created for you?

Yes.

14.- Returning the focus to Santa Eulalia's identity, and to your current status as a leading multi-brand store, how do you analyse this moment of crisis that seems to be affecting the multi-brand store model and its relationship with consumers?

The fashion landscape has certainly changed. About 20-30 years ago, multi-brand stores had a larger market share and were, let's say, more relevant in the fashion world. This has happened as major brands have opened their own stores, as we can clearly see here on Paseo de Gracia, where we are surrounded by shops from which firms sell their own collections. However, at the same time, and speaking specifically about the current moment, we are witnessing the emergence of new designers and new houses that are doing very interesting things, and doing them very well. New and emerging firms are appearing that do not have the capacity to open their own stores everywhere in all the world's major capitals. In response, they are finding their way to the customer through the multi-brand channel.

15.- A channel that therefore, in what situation would you say it is?

The rise of new designers, and of more creative, more interesting, and I would even say niche proposals, is leading to a return to the multi-brand channel. This is because there is a reaction from the more discerning customer, who is always looking for something a little more special, both in fashion and in perfumery. This is in contrast to the offerings of the big brands that are already within reach, if not of everyone, then of a great many people, and to the fragrances that, whether from Hermès, Dior, Chanel or any other major fashion firm, can be found in every neighbourhood perfumery and every Duty Free. Faced with this exposure, this customer is saying “I'm not interested in these big brands that everyone wears, I want something more special, I want to feel projected through something more suited to my personality, and a little more exclusive”. Note that here we are not talking so much in terms of price, but of being less distributed, less seen, than the proposals of the big brands.

16.- Do they demand exclusivity, or novelty?

Both, because on the one hand, when faced with the proposals of major designers, customers are telling you “yes, but I'm not interested in this because everyone has it”, while at the same time they say “this is old news, what's new?”. This is happening, as I pointed out, in fashion, it's happening in perfumery, and it's happening in its own worlds like sports, where we find a Nike and an Adidas that are, obviously, undisputed leaders, but against which a Hoka or an On are suddenly emerging. Why? Because people have grown tired of the same old thing, and are finding new brands with a new energy that are proposing more interesting ideas. There is a public reaction to reject what is already everywhere. Faced with this dynamic, the multi-brand store is regaining importance, because it is the channel through which many of these brands have to reach the consumer, as I point out, because they do not have the capacity to handle their own distribution, at least for the moment.

“We have changed what needs to change, but we have maintained the values and the service that have distinguished us all these years. For everything else, you have to know how to evolve.”

17.- Even so, Santa Eulalia seems to be a real “rara avis” today, especially within a Barcelona scene that has seen closures such as the tailor Aramis or the multi-brand Jean Pierre Bua. What would you say are your keys to continuing to operate after more than 180 years of history?

Above all, being attentive to trends; being attentive to the market. However, and I will explain myself now, after all these years we have things that we have not changed; that we do not want to change. Such as our commitment to good customer service, and having a very professional, very committed staff that really listens to what the customer wants. Because here we are not about closing a sale, what we really want is to give good advice on what is needed, so that the customer is happy and comes back. That is not what happens in all stores. We also remain focused on trying to bring the best we can find from the world of fashion, for which we are constantly watching shows, seeing what is presented, to choose the best for our clientele. That is our job. All of this has not changed; it was the same 60 years ago, 50 years ago, and it is the same now.

18 .- And what has changed, what have you changed?

What has changed is the way we sell, what has changed are the brands we carry, and what has changed is the store itself. We have changed what needs to change, but we have maintained the values and the service that have distinguished us all these years. For everything else, you have to know how to evolve, and you have to be very attentive to trends and emerging brands. You have to know how to identify them, how to interpret them, how to sell them, and you have to take risks and bet on them. All of this involves a constant process of asking “what's in fashion now”, “what's the trend now” or “how are people dressing now”.

19 .- And what has that translated into in Santa Eulalia's offering, in what the customer can find inside the store?

It has translated into our offering, and also into our public. Taking our male customer as a reference, we have a very important tailoring department, and we have a bespoke tailoring service, which is one of the few left in Spain with a tailor who takes the client's measurements and makes a pattern. He cuts that pattern, a pattern that we keep in-house in case the client comes back for more suits, and a pattern that the tailor uses to finally make the suit, all from the same place, which is our store on Paseo de Gracia. A service like that in Spain? There are few of us left; very few. We have wanted to maintain that, and it is maintained, but we have opened up the whole range of our offer so that if someone wants to dress more “streetwear”, we also have “streetwear”. If we had stuck to saying “we have evening dresses, Haute Couture, high-end ‘prêt-à-porter’ and tailoring”, perhaps we would no longer be on Paseo de Gracia. The point is that you have to know how to identify how people dress, and know how to adapt; contributing, as is our case, our point of view, and our way of understanding each of all the sub-segments of fashion, but offering what people ultimately want.

20 .- You have pointed to this “resurgence” that the multi-brand channel is experiencing, thanks to its role as a channel for the commercialisation of new emerging brands, but to what extent is its “connection” with the client, with the public, also being revitalised?

As I said, multi-brand stores have experienced an evident decline in recent years, and not only because major brands have been betting on their own distribution as I pointed out, but also because of the growth of large chains. We are therefore talking about an impact that has occurred from all strata of the sector, from luxury firms to Zaras, Mangos or Desiguals. However, as I say, there is now a resurgence of multi-brand retail, favoured by these new brands, but also, yes, by a customer who sees it again as a place to discover new brands and new trends.

21.- What would you say is its differentiating value, compared to the model and shopping experience offered by the stores of these large chains and major luxury brands?

The differentiating value is clear. In a brand's store you see its collection, and that's great; in a multi-brand store you see many, and you can buy one thing from one brand, another from another, combining everything in your own way. In a way, multi-brand stores are a more creative space, where you are invited to discover new things, brands you don't know, trends you don't know. There are many customers who enjoy this more creative way of shopping, and who don't want to go to a store to be shown what a brand or a designer dictates. They want to see more things; and those things are discovered here.

22.- Keeping the focus on today's fashion customer, how would you describe them; how would you say they have changed?

There are obviously all types of customers, but it is true that the clientele in general, both men and women, arrive with much more information than a few years ago. Before, people would come into stores to see what you had and what you could show them. Now you see that they come in knowing about fashion, that they have looked at brands, that before going to the store they have probably looked at the website, that they have seen what you have, that they have seen what others have, that they also follow magazines or media like yours. What you have today is a more informed customer, who knows what they want, and what they don't want.

“Multi-brand stores are a more creative space, where you are invited to discover new things, brands you don't know, trends you don't know.”

23.- And what does that customer demand when they arrive at the store?

Well, even though they are more informed, they then let themselves be advised and ask you to show them and propose things, no matter how much they have already looked. This is where the good store professional becomes truly relevant. Their job is to offer the customer pieces and combinations that they may not have seen or thought of. That is the discovery that the good professional has to make and offer to the customer, and that is what the customer demands. The customer who wants something else has online shopping, where you go in, choose, buy and that's it. When you come here, to a multi-brand store, you come to be advised, to be inspired, and to dream a little about what you like and how you want to project yourself.

24.- Is this also the profile of your clientele? Or do they tend to be much more decisive and come in with a much more determined idea of what they want?

There's a bit of everything, although in principle, everyone lets themselves be advised. If the store professional is good, they won't propose anything that is too far from your way of dressing. In our case, this is because we already know our regular customers, and also because from the way you are dressed, from what you explain, from what you say you want, and from what they observe, the good professional understands the customer's style, and proposes from there. After that, there is the customer who agrees, but who came looking for something specific, and the one who starts to play along with the store professional. That is when the path to a complicity between salesperson and customer opens up, which, if achieved, has a very positive impact on both parties. We know this well because we have many clients who love to come and talk to their salesperson, to get advice on how to dress or what to wear for a certain occasion, and they do so because that relationship of trust exists.

25.- In the end, would this be the key behind Santa Eulalia's more than 180 years of history, the relationship, the connection you know how to build with the customer?

One hundred percent. In fact, our goal is to get our clients to see us as their fashion advisors; as the advisor to trust when they have to buy. For this, we have an additional tool: their entire purchase history in the store, which helps us to advise them, and to advise them on how to complete their wardrobes. That is our purpose. We are here to propose, to help the client find themselves; and this is because what we want and intend is for our client to dress as they want, and as they really are. It is not about, and we are not here to change anyone's style, but rather, by understanding the person's style, to propose ideas to polish and improve it.

26.- In the midst of this context we have been outlining, of new purchasing dynamics, new consumer profiles, new commercial realities… what would you say are the biggest challenges you face, and that multi-brand stores like Santa Eulalia face?

The competition. A few years ago, one could be a little more relaxed with an established clientele and a certain dynamic, and that is what led many stores to relax; now there is no room to relax. You have to be there, and you have to earn the customer's trust every season. There is not much margin for error, because there is so much on offer and the customer has so many possibilities, that if you don't give them what they are looking for, they will find it right away. This was not the case 40 years ago. Forty years ago, the customer practically had to settle for what was given, because people did not have the offer that exists now, and they did not have the mobility they have now to go shopping in other cities; to go to Paris for a weekend. That was only available to an elite, and all that has changed, with the added circumstance that today, with a “click”, you have the whole world at your feet. Today the fashion market is saturated, both in terms of supply and in terms of the possibilities of where and how to buy. Faced with this new reality, you have to be very alert, you have to continue to be very professional, and you have to be very attentive to how the world is moving and what customers want, and be there. You can't fall behind, because you can be left out very quickly.

27 .- With everything we have talked about, what would you argue is the role that multi-brand stores should play in today's fashion retail?

Just that role I'm pointing to as a channel to transmit all that novelty and all that energy that exists in the fashion universe to the customer. The world of fashion is a world of illusion, it is a creative world, it is a world from which new proposals emerge, and from multi-brand stores, we must try to reflect all this and offer it to the customer.

28.- And to be able to play that role, to what extent are you being affected by these new consumer purchasing dynamics? Because not a few multi-brand stores complain about how customers come to the stores to look, to try on, but then buy directly from the brands or through online commerce platforms.

Nowadays, people get information in many ways and buy in many ways, so to expect the customer to only get information from you and only buy from you is naive. Starting from that reality, where does the information come from and where does the purchase take place? Well, in many ways. There are people who come to the store to get information, they see everything, and then they buy online, sometimes from our own online store. The reverse also happens; we have the customer who has looked on the internet, has seen where a certain brand is, and has come here to buy what they were looking for. Today, the information decision and the purchase decision can happen online, offline, with you and without you. The key is to be good enough so that if they come to discover things in the store, they discover them well and can buy them here. If they want to buy online, we can also sell to them online, through a good website that is easy to navigate, where the items and sizes are clear, and where everything works. Our website works. From there, the final decision is logically up to the customer, who will buy where it is most convenient for them, but in any case, today's customer already moves everywhere and in all directions.

“When you come here, you come to be advised, to be inspired, and to dream a little about what you like and how you want to project yourself.”

29.- You highlight the unique value of the offering in a store like Santa Eulalia; an offering in which you build your curatorial work and make it available to your clientele through which prominent, historic and emerging brands?

Among our, let's say, “historic” firms, I would point to Bottega Veneta, Saint Laurent or Balenciaga, which are houses we have worked with for many, many years. Among the new additions, I would point to The Row, Khaite, Totem, DeMellier or Jacquemus, which has been with us for a little longer. In any case, they are all emerging firms to which we give space here in the store, and they have in common that they are doing things very well.

30.- What do you value when choosing the pieces that you include in your offer?

We select with our local clientele in mind, understood as those from all over the country. Because we have a lot of tourists, it's true, but sales to tourists represent 30 percent of the total, while the other 70 percent are sales to customers from all over Spain, both from here in Barcelona and also from other provinces. A customer whom we know well and whose wants we know well, and that is what we take into account when we analyse a collection. Because you have to know that collections are presented for everyone, so you have parts that are more oriented towards the Asian market, the North American market, one customer profile, another customer profile that is not here. From among all those, we look for what we believe naturally adapts best to a Spanish clientele, and to our more local clientele.

31.- And to decide to introduce pieces from new emerging brands?

For new brands and new designers, what we look for is that they offer a real novelty; to be able to bring really attractive proposals that make you say “wow!”, that we believe can sell well, and that we believe people will like. In short, that they offer something different, because to offer the same as what we already have, we already have that.

32.- In both cases, do you take into account the exposure of these brands within the retail reality of Barcelona?

Yes, we value exclusivity. In fact, for many brands and collections we work exclusively, some from firms that have a store here on Paseo de Gracia, and also from other firms that do not. For these, we do try to have that exclusivity for their commercialisation in Barcelona, or even for all of Catalonia. This ultimately also depends on the brand, the agreement that can be reached, and the distribution policy of each firm, because there are some that seek a wider distribution and not to be in a single store, especially in large cities like Barcelona, but in any case, we value having that exclusivity.

33.- You have already mentioned the 30-70 percent split of sales between international and local customers, but what are your current annual figures?

We currently have a turnover of 30 million euros.

34.- And within that total, what is the weight of each of the different business verticals?

In percentage terms, the majority of revenue naturally comes from our fashion sales, with 55 percent of the total from menswear and 45 percent from womenswear. They are almost on par, but it leans slightly more towards menswear due to the weight of tailoring. This is not so much because of bespoke tailoring, but rather the sale of ready-to-wear tailoring. Then comes the sale of sportswear and streetwear, which is also important. In womenswear, accessories are very significant, especially bags and shoes, which account for approximately just under half of all womenswear turnover. Completing all that, we have perfumery, which accounts for between 7 and 8 percent of the store's total turnover; a figure that is not insignificant for a store like this.

35.- Based on that breakdown, it seems clear in any case that the tailoring service you continue to provide is well-received by the customer.

Well, as I was saying, what we offer in tailoring is quite exceptional. To sell suits, you need professionals who know how to sell them, workshops that know how to alter them, and tailors who know how a suit should fit you. There are fewer and fewer of these, and that ultimately means that the stores that sell suits also sell less, because they cannot reach that level of professionalism in sales, they cannot access a workshop that knows how to alter them, and much less tailors who know how to make a suit or who know how a suit should fit you. These are all tasks that require many years of training, and for which in our case we have a team of 12 people in the tailoring workshop. A workshop that is ours, that is internal, and that is also the largest tailoring workshop currently in Spain, and one of the few that works at the level we work at, both for the alteration of pre-made garments and for the creation of a suit from scratch.

“Today the fashion market is saturated, both in terms of supply and in terms of the possibilities of where and how to buy, and faced with this new reality you have to be very alert.”

36.- You also pointed to the good performance of your online channel, what part of the turnover would that represent?

E-commerce accounts for 10 percent of the total turnover. We are primarily a physical retailer, but we are happy because we have a fairly loyal clientele that buys from our e-commerce.

37.- Starting from there, but with examples of stores like Mytheresa that have become international reference online platforms, are you considering a change of model in which online commerce takes on an even greater role, or continuing to evolve in the same direction as until now, as a physical store supported by its e-commerce?

The idea is just that, to continue as a store supported by its e-commerce. With that strategy, having your own online page essentially serves two purposes. The first is for people to discover what we have without having to come in, and many people do that prior online “research” before going to a store. The second is to cater to the customer who doesn't set foot in the store and wants to buy directly online, and also to that dynamic we mentioned where the purchasing process is reversed, and after leaving, the customer thinks “hey, I liked that shirt, that bag, that shoe, that I saw in the store”, and then they go and buy it from the online store.

38.- A platform from which, where do you sell to?

We ship worldwide, but we mainly sell in Spain and the rest of Europe. What we sell to non-EU countries is anecdotal, and some things are also sold, especially to the US, although as I say, these are residual markets for us. We remain very focused, especially on the Spanish market.

39.- Also from a business model perspective, do you contemplate continuing to develop and grow Santa Eulalia, not just as a store, but again as a fashion brand?

Yes, of course. This is something we already do by developing and marketing pieces under the Santa Eulalia brand, both for women and especially for men, and also through collaborations, which are also exclusive, with certain firms, such as the one we have done for example with DeMellier for the launch of that bag with which we wanted to commemorate this centenary of our first fashion show. A design that is already on sale, and which we present exclusively in a dark green colour inspired by that first fashion show.

40.- Any more collaborations on the way?

Right now we are working with different firms to create exclusive capsule collections, and although there are several on the way and we hope to have some more soon, everything is a “work in progress”. It's a very interesting strategy, and for our part, we are very open to collaborating with brands. For us, it's a way to have a range of more special, personalised and exclusive items, but the firms also like it. Just as they help us learn more about them, they also help the brands to learn and know more about us. In the end, they enrich both parties.